Pmbok 4th edition chapter 10 - Project Communication Management

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I am Continuously seeking to improve my competencies and skills to provide first class professional Project Management training courses; and develop my scope experience in Project Management functions.I am confident that my innovative and results-focused approach would make significant contribution to the continued success of your organization.this is the first presentations uploaded to Slide Share, For more information do not hesitate to contact me.Ahmad H. Maharma - PMPRamallah, Palestine Phone: + (972) (2) 2968644Mobile: + (972) (599) 001155E-Mail:


<ul><li> 1. CHAPTER10PROJECTCOMMUNICATIONSMANAGEMENTPROJECT COMMUNICATIONS MANAGEMENTAhmad H. Maharma PMP</li></ul><p> 2. PMKnowledgeAreas&amp;ProcessGroupsPM ProcessInitiating ProcessPlanning Process GroupExecuting Process Monitoring &amp; Controlling ClosingGroups /Group Group Process GroupProcessKnowledgeGroupArea ProcessesProject Develop Project Charter Develop Project ManagementDirect and Manage Project Monitor and Control Project Work Close ProjectManagementPlanExecution Integrated Change ControlIntegrationProject Scope Collect requirementsVerify ScopeManagementDefine ScopeControl ScopeCreate WBSProject TimeDefine Activity Schedule ControlManagementSequence ActivityEstimating ResourceEstimating DurationDevelop ScheduleProject CostEstimating Cost Control CostManagementBudgeting CostProject Quality Quality PlanningPerform Quality Assurance Perform Quality ControlManagementProject HRHuman Resources PlanningAcquire Project TeamManagementDevelop Project TeamManage Project TeamProject Identify Stakeholders Plan Communications Distribute InformationPerformance ReportingCommunicationsManage stakeholdersManagementexpectationsProject RiskPlan Risk ManagementRisk Monitoring and ControlManagementRisk IdentificationQualitative / Quantitative RiskAnalysisA l iRisk Response PlanningProject Plan procurementConduct procurement Administer ContractCloseProcurementprocurementManagement 3. ProjectCommunicationManagementMonitoring &amp;Controlling Processes Planning Processes Enter phase/InitiatingClosingExit phase/ Start projectProcesses Processes End project Executing ProcessesProcessKnowledge AreaMonitoring &amp; g Initiating I iti ti PlanningPl i Executing Eti Closing Cl iContolDistribute Information IndentifyPlanReportCommunication CommunicationC i tiManage Stakeholders -gPerformanceP f Stakeholder St k h ldExpectations 4. ProjectCommunicationManagement Theprocessrequiredtoensuretimelyandappropriategeneration,collection,distribution,storage,retrieval,andultimatedispositionofprojectinformation.j i f i Projectmanagersspendthemajorityoftheirtimetocommunicate. Somepotentialdimensionsofcommunicationactivity: Internal external Formal Formal informal Vertical horizontal Official unofficial Written oral Verbalnonverbal 5. StakeholderAnalysis Atechniqueofsystematicallygatheringandanalyzingquantitative&amp;qualitativeinformationtodeterminewhoseinterestsshouldbetakenintoaccountthroughouttheproject.i tt h ld b t k i t t thh t th j tHighFD Step1:Identifyallpotential KeepManageSatisfiedCloselyprojectstakeholdersand relevantj t t k h ld d ltinformationC GAPower Step2:Identifythepotential Himpactorsupporteach MonitorB Keep(MinimumEffort)stakeholdercouldgenerateandInformedclassify themsoastodefinean Eapproachstrategy.approach strategy LowInterest High Step3:Assesshowkeystakeholderarelikelytoreactor Sample grid showing classification modelrespondinvarioussituation 6. OutputofIdentifyStakeholder Stakeholder Register Role in Contact C Department/ D/ Attitude bA i d aboutName ProjectCompanyImpact Influence Main expectationsMajor requirement Information Supervisorthe project Stakeholder Management Strategy -Defines an approach to increase the support and minimize negative impacts ofstakeholder. -The information could be too sensitive to be shared. -A common way of representing is by using a stakeholder analysis matrix. Stakeholder Stakeholder interest(s) in Assessment of impactPotential strategies for gaining the projectsupport or reducing obstacles 7. CommunicationRequirementAnalysisIncludes communicating in all directions Consider the number of potentialcommunication channels or paths Customer, sponsor, Functional managers, managers and Team MembersOther Thee Project P j tOtherManagers Project ProjectsOther StakeholdersDetermine and limit who will communicate Formula: with whom and who will receive what information. N ( N 1 )2 8. CommunicationModel Basic Communication Model The components in the model need to be taken into account when discussing projectcommunications.comm nications The sender is responsible for making information clear and complete so that thereceiver can receive it correctly, and for confirming that it is properly understood. NoiseEncodeEncodeSenderMediu Sender mDecodeDecode Noise To make effective communication, sender/receiver need to be aware of these factors: - Nonverbal: 55% of all communication is nonverbal - Paralingual: pitch and tone of voice - Effective listening 9. CommunicationMethods InteractiveCommunication Mostefficientwaytoensureacommonunderstanding EE.g.meetings,phonecalls,videoconferencingih ll idf i PushCommunication Doesnotcertifythatitreachedorunderstood E.g.letters,email,pressrelease,faxes,voicemail Pullcommunication Used for very large information volumes, very large Usedforverylargeinformationvolumes,verylarge audiences E.g.intranetsite,elearnin communications but should try to control toProject manager cannot control allprevent miscommunication, unclear directions, and scope creeps. 10. CommunicationManagementPlanSample 11. ManagingStakeholderExpectations Activelymanagingtheexpectationofstakeholders. Increase the likelihood of project acceptance by negotiating Increasethelikelihoodofprojectacceptancebynegotiating. Influencingtheirdesiretoachieve&amp;maintainprojectgoals. AddAddressingconcernsthathavenotbecomeissuesyeti th t htb it(anticipation). Clarifyingandresolvingissuesthathavebeenidentified. 12. ExerciseSituationCommunication TypeUpdating the project planFormal WrittenPresentations to managementFormal VerbalTrying to solve a complex problemFormal WrittenMaking notes regarding a telephone conversationInformal WrittenMaking changes to a contact g g Formal WrittenInforming a team member of poor performance (first notice) Informal VerbalInforming a team member of poor performance (second notice)Formal WrittenScheduling a meeting Informal WrittenClarifying a work packageFormal WrittenRequesting additional resourcesInformal VerbalTrying to discover the root cause of a problem Informal VerbalSending an email to ask for clarification of an issueInformal WrittenHolding a milestone partyInformal VerbalConducting a bidder conference Formal Verbal TabletakenfromPMPExamPrep6th Edition,RitaMulcahy. 13. PMSkills Interpersonalskills Leadership Political &amp; cultural Political&amp;cultural Teambuildingawareness Motivation Negotiation Communication Et Etc. Influencing Decisionmaking Managementskills Presentationskills Negotiation Writingskill Public speakingPublicspeaking Etc. 14. EffectiveMeeting Planorpreparethemeeting Setatime/scheduleanddeterminetheparticipants. Haveaclearpurposeforeachmeeting&amp;communicateitintheinvitation.p pg Createtheagendaanddistributeitinadvance. Sticktotheplan(discipline) Beginontime,endontime. Introducethemoderatorandstipulatewhowillkeeptheminutes. Endeveryagendawithasummaryandconsensusoftheparticipants. Goodfollowup Sendtheminutesshowingtheresultalongwiththetodolist. Getfeedbackfromtheparticipants. Monitorthestatusofallactionitems. 15. Project Communications ManagementProject Communications Management includes the processesrequired to ensure timely and appropriate generation, collection,distribution, storage, retrieval, and ultimate didi t ib ti tti ld lti t disposition ofiti fproject information.Project managers spend the majority of their time communicating with teammembers and other project stakeholders, whether they are internal (at allorganizational levels) or external to the organization.Effective communication creates a bridge between diverse stakeholdersinvolved in a project connecting various cultural and organizationalproject,backgrounds, different levels of expertise, and various perspectives andinterests in the project execution or outcome. 16. Project Communications Management Processes10.1 ldentify Stakeholders The process of identifying all people or organizations impacted by the project, and documenting relevant information regarding their interests, involvement, and impactg g , ,p on project success.10.2 Plan Communications The process of determining the project stakeholder information needs and defining a communication approach.10.3 Distribute lnformation The process 0f making relevant information available to project stakeholders as plannedplanned.10.4 Manage Stakeholder ExpectationsThe process 0f communicating and working with stakeholders t0 meet their needs and addressing issues as they occur occur,10.5 Report PerformanceThe process 0f collecting and distributing performance information, including status rep0rts, progress measurements, and forecasts. 17. Project Communications ManagementCommunication activity has many potential dimensions,including: lnternal (within the project) and external (customer other (customer,projects, the media, the public), Formal (reports, memos, briefings) and informal (emails, adhoc discussions), Vertical (up and down the organization) and horizontal (withpeers),peers) Official (newsletters, annual report) and unofficial (off therecord communications), Written and oral, and Verbal and nonverbal (voice inflections, body language). 18. Project Communications ManagementMostcommunicationskillsarecommonforgeneralmanagementandprojectmanagement,suchas,butnotlimitedto: Listeningactivelyandeffectively, Questioning,probingideasandsituationstoensurebetterunderstanding, Educatingtoincreaseteam sknowledgesothattheycanbemoreEducating to increase teams knowledge so that they can be moreeffective, Factfindingtoidentifyorconfirminformation, Settingandmanagingexpectations,Setting and managing expectations Persuadingapersonororganizationtoperformanaction, Negotiatingtoachievemutuallyacceptableagreementsbetweenparties, Resolvingconflicttopreventdisruptiveimpacts,and Summarizing,recapping,andidentifyingthenextsteps. 19. 10.1IdentifyStakeholdersIdentify Stakeholders is the process of identifying all people or organizationsimpacted by the project, and documenting relevant information regardingtheir interests, involvement, and impact on project success.Project stakeholders are persons and organizations such as customers,sponsors, the performing organization, and the public that are activelyinvolved in the project, or whose interests may be positively or negativelyaffected by the execution or completion of the project.They may also exert influence over the project and its deliverables.Stakeholders may be at different levels within the organization and maypossess different authority levels, or may be external to the performingorganization for the project. p j yyp jItiscriticalforprojectsuccesstoidentifythestakeholdersearlyintheproject,andtoanalyzetheirlevelsofinterest,expectations,importanceandinfluence. 20. 10.1.1ldentifyStakeholders:lnputs.1ProjectCharter:Theprojectchartercanprovideinformationaboutinternalandexternalpartiesinvolvedinandaffectedbytheproject,suchasprojectsponsors,customers,teammembers,groupsanddepartmentsparticipatingintheproject,andother pppg p j ,peopleororganizationsaffectedbytheproject.2ProcurementDocuments: Ifaprojectistheresultofaprocurementactivityorisbased onanestablishedcontract,thepartiesinthatcontractarekey on an established contract the parties in that contract are key projectstakeholders.0therrelevantparties,suchassuppliers, shouldalsobeconsideredaspartoftheprojectstakeholders list. 21. 10.1.1ldentifyStakeholders:lnputs.3EnterpriseEnvironmentalFactors:TheenterpriseenvironmentalfactorsthatcaninfluencetheldentifyStakeholdersprocessinclude,butarenotlimitedto: Organizationalorcompanycultureandstructure,and Go ernmental or ind str standards (e g reg lationsGovernmentalorindustrystandards(e.g.regulations,productstandards)..40rganizationalProcessAssets:gTheorganizationalprocessassetsthatcaninfluencetheldentifyStakeholdersprocessinclude,butarenotlimitedto: Stakeholderregistertemplates, Lessonslearnedfrompreviousprojects,and Stakeholder registers from previous projectsStakeholderregistersfrompreviousprojects. 22. 10.1.2 ldentify Stakeholders: Tools and Techniques.1 Stakeholder Analysis: Stakeholder analysis is a process of systematically gathering and analyzing quantitative and qualitative information to determine whose interests should be taken into account throughout the project. g p j lt identifies the interests, expectations, and influence of the stakeholders and relates them to the purpose of the project. It also helps identify stakeholder relationships that can be leveraged to build coalitions and potential partnerships to enhance the projects chance of success.project sStakeholder analysis generally f0llows the steps describednext: 23. 10.1.2 ldentify Stakeholders: Tools and TechniquesStep 1: ldentify all potential project stakeholders and relevantinformation, such as their roles, departments, interests,knowledge l l expectations, and i flk l d levels, t ti d influence l l levels.Key stakeholders are usually easy to identify.They include anyone in a decisionmaking or management rolewho is impacted by the project outcome, such as the sponsor,the project manager, and the primary customer. ld tif i other stakeholders i usually dldentifying th t k h ldis ll done b i t i iby interviewingidentified stakeholders and expanding the list until all potentialstakeholders are included. 24. 10.1.2 ldentify Stakeholders: Tools and TechniquesStep 2: ldentify the potential impact or support each stakeholder could generate, andclassify them so as to define an approach strategy.ln large stakeholder communities, ii is important to prioritize the key stakeholders toensure the efficient use of effort to communicate and manage their expectationsexpectations.There are multiple classification models available including, but not limited to: Power/interest grid grouping the stakeholders based on their level of authority grid,("power") and their level or concern ("interest") regarding the project outcomes; Power/influence grid, grouping the stakeholders based on their level of authority( power )("power") and their active involvement ("influence") in the project;( influence ) lnfluence/impact grid, grouping the stakeh0lders based on their active involvement("influence") in the project and their ability to effect changes to the projectsplanning or execution ("impact"); and Salience model, describing classes of stakeholders based on their power (ability toimpose their will), urgency (need for immediate attention), and legitimacy (theirinvolvement is appropriate). 25. 10.1.2 ldentify Stakeholders: Tools and TechniquesStep3:Assesshowkeystakeholdersarelikelytoreactorrespondinvarioussituations,inordertoplanhowtoinfluencethemtoenhancetheirsupportandmitigatepotentialnegativethth th it d iti t t ti ltiimpacts. 26. 10.1.2 ldentify Stakeholders: Tools and Techniques.2ExpertJudgmentToensurecomprehensiveidentificationandlistingofstakeholders,judgmentandexpertiseshouldbesoughtfromstakeholders judgment and expertise should be sought fromgroupsorindividualswithspecializedtrainingorknowledgeonthesubjectareasuchas: Seniormanagement, 0therunitswithi...</p>